conmeomeo
 member

 ID 32499
 11/12/2007

Giúp đỡ em với các bác ơi!bài đây này!!!!!!!!!!!!!!!
         
các bác ơi!em đăng bài lên các bác giúp em với nhé!thanks nhiều nhiều!nếu có cơ hội em xin hậu tạ...híc híc...
“TEN KEYS TO GOOD MANAGEMENT IN THE NEW MILLENNIUM “

By James D .Tarr

The new millennium is opening with a business environment radically changed from that of even a few yeas ago .The pace of change , globalization, the information economy and technology have changed the nature of business and organization the world over.
Thanks to the Internet,global connection ,markets ,information and technology are available to all but the most backward of nations.
Less that 50 year ago in the United states , 72 % of employed people were working in what Peter Drucker calls "make and move"jobs.Today ,that number is 18% and it’s falling rapidly.The vast majority of people are working in technical or other knowledge jobs.These people are hired not for what they do ,but for what they know.Unlike the old machine shop where the foreman was often the best machinist as well as the boss ,today most managers have nowhere near the technical skill possessed by their subordinates.

In this environment the management task and style must change. Management, especially middle management, is conservative and change resistant by nature. Many managers continue to pursue a style that worked in the past ,even though it may have ceased being effective years ago. I am reminded of the tourist in a foreign country who, when his request is not understood because he does not speak the local language, merely repeats it , only louder.One anonymous person’s definition of insanity is , “Continuing to do the same thing and expecting a different result”.

Here are several questions managers might ask themselves as an evaluation of whether they are part of the problem or part of the solution in their organization:
• Is your primary hiring policy to hire the best or hire the cheapest?
• Do you view your primacy management task as telling subordinates what to do ?
• Do you only provide your subordinates with information on a “need to know” basic?
• Do you “protect” your best subordinates from jobs opportunities in other areas of the company?
• Do you believe that training is an expensive?
• Do you believe that change is disruptive and should be resisted ?
• Do you consider the PC on your desk an interactive window into the working of your organization or paperweight ?
• Which do you spend more time doing ,updating your business ,technical and organization skills or watching television shows.
• Whatever your answers are personally, do you know the right answers to the above questions for today’s business environment?
The traditional management style of command /control worked very well on the shop floor. The manager was the most skilled employee , the work was visible and measurement was easy. Task, skills and expectations were communicated downward (“Work on this”) .Results were communicated upward and were unambiguous (“I produced 100 units today “).The manager organized everything because he/she was most knowledgeable and capable. Since work was visible, it was easy to determine if orders were being followed and ,if not , corrective action could be taken immediately .
Since the skill level required by jobs was typically not high ,workers could be replaced if needed .Training requirements were minimal.

Imagine trying to use this method on your top engineer or software designer .You walk past his office and he is sitting there with his feet on the desk , staring at the ceiling .Is he working ? Is he “ making standard” ? Does he have the tool to do the jobs ? Is he stymied by some missing piece of information or is he making excellent progress? Should you interrupt or chastise him or will that risk knocking an organization changing idea out of his short- term memory ? Clearly , knowledge work cannot be managed using command/ control


Has the need for managers disappeared in the knowledge organization? I don’t believe so, but it has changed radically .What is the new management task ? It is to ensure that subordinates can accomplish their task most effectively .What does this mean ? It means that you are responsible for putting together a team that works together and has all the capabilities necessary to win .You must identify barriers and find ways around them .You must open doors to organizational resources necessary for team success.The manager is responsible for providing the skill sets necessary to fulfill the task ,either by supplementing the team or providing training in the skills required.

Goods communication is critical .The manager is responsible for fostering it among team members ,between manager and team and with outside resources.The manager is the proactive developer ,operator and repairer of all of these communication links .Success of the team is direct reflection of a manager’s ability to manage in the knowledge environment

Because the manager is typically a more senior person in the organization , his/ her technical skills are often not the most current .The manager is not usually the most task capable person on the team .Thus ,telling subordinates what to do is not a feasible management style.Listening,asking questions,stimulating thinking and creating an environment in which ideas can grow and flourish is the task to which the manager must set herself.

Make no mistake, what I advocate is not “soft management” .Business competition is more rigorous than ever before .There is no room for “ touchy-feely” management it the hyper competitive atmosphere most face today.Managers still have to make the hard decisions ,constructively criticize employees when warranted and remove them from the organization when necessary.Managers must manage with respect for each individual and her or his ability to contribute to the organization , a willingness to develop skills identified and an ability to utilize the knowledge of each employee to the fullest.

Give this brief profile of the new management task ,here are ten critical success factors that can contribute to management success in the new millennium.

ONE—TRY A LITTLE CHICKEN SOUP


There is a story in which a person ,in response to a problem , makes the suggestion to "try a little chicken soup".To the reply that the problem is very serious and chicken soup probably won't help ,the person responds, "well ,it won't hurt".These are the little things that create an environment of trust and respect .Individually ,they may not change much ,but, collectively ,if they become the standard operating procedure of a team ,they can contribute a great deal to the success of a team .This is also something you can start tomorrow.It doesn’t take corporate policies ,computer systems or other resources .

In seminars and speaking engagements I often ask the audience how many of them do not get as much recognition as they would like ? Usually ,about 90% of the hands in the audience go up .I then ask how many have thanksed or complimented anyone in their organization in the last week. Far fewer hands are raised in answer to this question .My informal evaluation is that the ratio is about 10 to 1 ! Perhaps if we gave more recognition ,we would get more recognition.

As a manager you create the environment in your organization .”Good job”, “Thank you “ and other forms of “attaboys” can go a long way toward creating an enviroment of respect and convivially. Don’t expect instant result .If this hasn’t exactly been your “style” in the past ,you might get some strange looks and skepticism at first.But stick compliment you on the change in your behavior.Here are some guidelines:
• Be sincere- mean what you say . Most employees have “bull detectors “ that are well developed from constant use .In sincerity is wore than no sincerity at all.
• One of the things that has been learned in the study of behavior modification is reinforcement. Thanking every little event that happens in a team soon becomes a ritual and has no more power than saying “you know “ or “uh”.Pick your spots, recognize exceptional events and special effort along with the occasional “thanks for being here “
• Remember ,the boss is also sitting in her office wondering how well she doing .Don’t rely on salary increases as a substitute for recognition. Frederick Herzberg stated that money is a “ hygiene factor “,that is , necessary but not motivational in the long run .
• You reap what you sew .Give recognition as a gift , with no expectations .Accept it also as a gift .

TWO—WORK YOURSELF OUT OF A JOB

One of the most successful executives I know eliminated the budget for her own position in her annual budget recommendations. She argued that her team was now so capable that she was no longer needed. Interestingly , she was not fired or laid off, but was given an even more responsible position. Ultimately, the only way to take on additional responsibility is to give up responsibility you already have .The only way to do that is to train others to do your current job-all of it !

In today’s rapidly moving organization ,we all have too much to do. New tasks accumulate in a seemingly endless stream.Despite the fact that you are obviously the most capable person in the organization, you can’t do it all yourself.Even if you could, organization require.The good new millennium manager provides his team with opportunities to grow and build skills. Running meetings ,making presentations to senior management and morale .Watching team members perform these activities is also a good way to identify future stars.

Here are some compelling reasons to make members of your team capable of doing everything you can do :
• If you provide the best opportunities for growth within your organization , you will attract the best people .
• You will develop a reputation as a person who can develop organizations.Once your organization can run effectively without you , you will be available to take on new challenges.
• As your well trained and developed employees receive offers from other parts of the organization (…and they will),you will develop an extensive network of associates throughout your organization. Even if they leave your company ,they often go to vendors or customers and continue to be a part of your network .
• Your vacations (Yes … vacations!) will be more enjoyable .One of measures of the new millennium manager is how well his organization functions when he is not around .

Alert webmaster - Báo webmaster bài viết vi phạm nội quy
 

 kitharan
 member

 REF: 254217
 11/13/2007

 sinnombre
 member

 REF: 254236
 11/13/2007

 sinnombre
 member

 REF: 254259
 11/13/2007

 kitharan
 member

 REF: 254342
 11/13/2007

 conmeomeo
 member

 REF: 254641
 11/14/2007

 kitharan
 member

 REF: 256893
 11/18/2007

 kitharan
 member

 REF: 257615
 11/19/2007

 aka47
 member

 REF: 257623
 11/19/2007

 kitharan
 member

 REF: 257781
 11/19/2007

 kitharan
 member

 REF: 258006
 11/20/2007

  Kí hiệu: : trang cá nhân :chủ để đã đăng  : gởi thư  : thay đổi bài  :ý kiến